Kaizen Awareness & Yellow Belt Training-Final.pdf

Kaizen Awareness & Yellow Belt Training
March 2018

Cost
of
Poo
r
Qua
lity 2
I want
my
money
back!
Cost of Quality (COQ)
Prevention Appraisal
Internal
Failure
External
Failure
$
Total Quality Cost

Cost of Poor Quality
Waste
Testing Costs
Rework
Customer Returns
Inspection Costs
Rejects
Recalls

Cost of Poor Quality
As an organization gains a broader definition of poor quality,
the hidden portion of the iceberg becomes apparent.
Late Paperwork High CostsPricing or
Billing Errors
Excessive Field
Services Expenses
Incorrectly Completed
Sales Order
Lack of Follow-up
on Current Programs
Excessive
Employee Turnover
Planning Delays Excess Inventory
Excessive
System CostsOverdue Receivables
Complaint
Handling
Unused Capacity
Time with
Dissatisfied Customer
Excessive Overtime
Waste
Testing Costs
Rework
Customer Returns
Inspection Costs
Rejects
Recalls
Development Cost of Failed Product
Hidden COPQ: The
costs incurred to
deal with these
chronic problems
Premium Freight Costs
Customer Allowances
COPQ ranges
from 15-25%
of Sales

•Direct Costs of Failures
–Internal Failure
•Costs associated with defects found BEFORE the customer receives a
product or service
–External Failure
•Costs associated with defects found AFTER the customer receives a
product or service
•Costs to Control or Avoid Failures
–Appraisal Cost
•Costs associated with measuring, evaluating, or auditing products or
services to assure conformance to quality requirements
–Prevention Cost
•Costs of activities specifically designed to prevent
poor quality
What is Cost of Poor Quality?

6
Lean Manufacturing

Slide
: 7
lean definition
Is about doing more with Less. {Less time, Less
inventory, Less space, Less people & money}.
Is about operating the most efficient and effective
organization possible with the least cost and zero
waste

Slide
: 8
lean definition
Lean is the elimination of anything not absolutely
required to deliver a quality product or service, on
time, to our customer.
LEAN is based on eliminating unnecessary actions

9
Waste
“Anything that adds Cost
to the product
without adding Value”
Any activity that consumes
resources but creates no value

Waste
Essentially, "waste" is anything that
the customer is not willing to pay for.

VA / NVA
Value Added (VA) Definition:
•Activities performed which the customer is willing to pay for
Non Value Added (NVA) Definition:
•Activities performed which the customer is notwilling to pay
for when purchasing our product. These are activities that
our customer does not want, but our processes require them
in order to complete the value added tasks.
February 22, 2018
Slide 11

VA / NVA
Non-Value-Added:
Value-Added
Typically 95% of all lead time is non-value-added

13
Seven Types of Waste
Over-production
Wait time/Delays
Transportation
Processing
Inventory
Motion
Defects
7 Wastes

Lean Tools to reduce Muda
Slide:
14

Ideal TL:TM Ratio= 1:5
Group Leader (GL) = 1st level of management
Team Leader (TL) = Alternates working production and leadership roles.
Team Member (TM) = Production worker
TMTM TMTMTM
Team
Leader
TMTM TMTMTM TMTM TMTMTM TMTM TMTMTM
Notes
Toyota Work Groups
at the Heart of Continuous Improvement
Team
Leader
Team
Leader
Team
Leader
Group Leader

Lean Building Blocks (Lean Tools)
Value
Stream
Mapping
HEIJUNKA
The Lean Factory
Mieruka/5Ss
TWI/TPSJidoka
HOSHIN KANRI Gemba Kanri KAIZEN
SEMD
JIT/
KANBAN
TPM/OEE
Poka
Yoke
Jidoka/
Yosetome
HO-REN-SO

Kaizen

Slide: 18
What is KAIZEN?

Translation
In Japanese this is pronounced "kaizen".
改"kai"means "change"or "the action to correct".
善"zen"means "good".Or for better
The word Kaizen means "continuous improvement".
Change for Better

Kaizen
Continuous improvement methodology
Ongoing improvement involves everyone
Top management
Managers
Workers
A culture of supporting quality improvement
more important than the use of any specific tools
Slide
: 20
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What is KAIZEN?
KAIZEN is...
... a system of continuous improvement in quality,
technology, processes, company culture,
productivity, safety and leadership.
Toyota company

History
Kaizen was first implemented in several Japanese
businesses during the country's recovery after World
War II, including Toyota, and has since spread out to
businesses throughout the world.
This method became famous by the book of Masaaki
Imai “Kaizen: The Key to Japan's Competitive
Success.”

Kaizen Elements
Quality circles
Efforts
Involvement of people
Willingness to change
Personal discipline
Team work
Suggestion for improvement
Slide
: 23
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Kaizen & kaikaku
Kaizen Kaikaku
Simplechange Rootchange
One hourto one week Onehour to some weeks
No need for additionalresource Need resources
Event Project
Daily
Forspecific process or area ForVSM or some areas
Quick results Strategic result s
Slide
: 24
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Slide
: 25

Course Title
Leveled Production (Heijunka)
Stable and Standardized Processes
Visual Management
Toyota Way Philosophy
Just-in-Time
Right Part, Right
Amount, Right Time
•Take Time Planning
•Continuous Flow
•Pull System
•Quick Changeover
•Integrated Logistics
Jidoka
(In-station Quality)
Make Problems
Visible
•Automatic Stops
•Andon
•Person –Machine
Separation
•Error Proofing
•In-station Quality
Control
•Solve Root Cause of
Problems (5 Why’s)
Best Quality –Lowest Cost –Shortest Lead Time –
Best Safety –High Morale
Through shortening the production flow by eliminating waste
People & Teamwork
•Selection
•Common Goals
•Ringi Decision Making
•Cross –Trained
Waste Reduction
•Genchi Genbutsu
•5 Why’s
•Eyes for Waste
•Problem Solving
Continuous Improvement (kaizen)
Lean House

Course Title
Mieruka (medemirukanri)
5S(work place organization and
standardization)
POUS(Point of Use)
Slide: 28

Course Title
Mieruka(medemirukanri)
Mieruka
Obeya(Big Room for Displaying Information
and Meeting (Literally means Large Room)
SHIKUMIBird’s eye view of operations often
in flow chart form
Andon(A large communication board which
shows the status of production around the
worksite.) (Based on this information,
immediate action can be taken. It is a tool of
Jidoka to highlight abnormality in the
production process)
Slide: 29

Course Title
5S
Workplace Organization &
Standrization
Slide: 30
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Course Title

Course Title
What do you see?
Slide: 32

Course Title

Course Title
•Eliminate all unnecessary items …
•Items not needed nowfor production
•What do we need ?
•What can we remove ?
Step 1 : Sort (Seri)
When In Doubt . . . Throw It Out
PURPOSE
ASK YOURSELF

Course Title
Sort (Seri)
Tips For Sorting
•Start in a small areaand expand area by area
•Include allthe affected peoplewhen sorting
•Include outside observers
•Use Red Tag system
When in doubt……… Move it out!

Course Title
The 5S’s
•Set in Order:
Make it visible and easy to use:
3 Es = easy to find, easy to use, and
easy to return
A place for everything and
everything in its place.
36

Course Title
Step 2 : Set in Order (Seiton)
•Organize and arrange what you need
•What do we need to use 1
st
, 2
nd
•Where should it be?
Everything you REALLY Need at your Fingertips
PURPOSE
ASK YOURSELF

Course Title
Set In Order (Seiton)
•Assign permanent placefor all needed items
•Choose proper storagemethods
•Visually indicate locations
•Missing itemseasily noticed
•Utilize sign boards
A place for everything and everything in its
place.

Course Title
Shadow hand tools

Course Title
Organizing bookcase
?

Course Title
The 5S’s
•Shine:Conduct cleanup to
identify abnormalities.(Clean everything;
ceilings, walls, floors, equipment, cabinets,
desks, tooling, etc. )
•
41

Course Title
Step 3 : Shine (Seiso)
Identify abnormalities by visuallysweeping the area
Does this belong here?
Is it needed right now?
Be able to quickly detect an abnormality
PURPOSE
ASK YOURSELF

Course Title
Shine (Seiso)
•Eliminate dirt, dust, oil, scrap, etc. Allows
inspection and early detection of problems.
•Keep workplace swept & wiped down
•Clean in, under, and around equipment
and furniture.
•Integrate cleaning into everyday tasks
2006
Cleaning and looking for ways to keep it clean.

Course Title
•Arrange items so that they can be found quickly by anybody
•Does everything has a place?
•Is everything in its place?
Step 4 : Standardize (Seiketsu)
Anyone should be able to easily understand proper arrangement and abnormalities
PURPOSE
ASK YOURSELF

Course Title
Standardize (Seiketsu)
•Define procedures and
activities to
ensure that Sort, Set in Order
and Shinepractices are
maintained and executed
consistently.
Process for Maintaining the first 3 S’s

Course Title
The 5S’s
•Sustain: (to
maintain)Make a habit of properly
maintaining and following standard
practices. (Create rules, guidelines, cleaning
charts, action lists, etc. Use display boards,
newsletters, and give recognition to sustain
successes. )
46

Course Title
Step 5: Sustain (Shitsuke)
•Leadership responsibility to sustain the first 4S’s
•Are the actions clearly defined?
•Clear ownership ?
Easy To Measure … Stay Focused
PURPOSE
ASK YOURSELF
Steps of Implementation
Area team leaders
identified and
responsibilities
documented.
Level
Anything not required for
immediate production is
removed from the line.
Immediate actions taken
against abnormalities; Shop
kept orderly on a
continuous basis.
Non-utilized cabinets,
benches, tables, etc.
identified and
removed from area.
Unneeded materials
removed from plant; not
stored away.
Needed and unneeded
materials have been
identified and
separated.
Needed and unneeded
materials are mixed
throughout the work
area.
Daily cleanliness
inspection of
equipment, tools
and supplies.
Visual controls
established and well
marked for work area.
Work areas unkept; No
visual controls in place.
Information is “hidden”
in the computer system.
Level
4
Level
3
Level
2
Level
1
Immediate actions taken
against assembly
abnormalities.
Area’s individuals take
ownership; standards are
followed.
Daily checks performed
by area leaders;
standards are regularly
reviewed and updated.
Periodic checks are
performed by area leaders.
No area checks are
performed; standards are
not established.
Self DisciplineSort Sweep5S’s
Establish & follow
standard procedures.They
are clear, up-to-date, and
displayed in work areas.
Material layout, assembly,
& communications are
documented, standardized
& followed rigorously.
Labeling of items with
required quantities are
standardized.
Procedures are
documented, but not
consistently followed.
No procedures in place.
Standardize
All items can be easily
retrieved by anyone;
they are clearly marked.
Standardized item
quantities are established;
Shadow boards are utilized.
Needed items have
dedicated locations which
are clearly labeled.
Needed items have
been safely stored
and organized.
Items are placed
randomly throughout
the work place.
Simplify
5

Course Title
Sustain (Shitsuke)
•Make 5S a habit.
•5S should be apersonal goal.
•Set a good example!
•Should be voluntarily observed
•Maintain a favorable5S atmosphere
•Both management and operationshave the
responsibilityfor sustaining 5S.
Practicing and repeating this
discipline until it becomes a way of life

Course Title
Sustain (Shitsuke)
•Develop a commitment to
housekeeping
•Institute 5S Audits
•Have different areas “inspect”
each other.
•Management must lead by
example
•5S is not just for the shop
floor
Tips for Sustaining

Course Title
Organized and standardized workplace
Slide: 50

Course Title
POUS
Point Of Use Storage

Course Title
POUS Defined…….
»POUS is the principle of placing “stuff”
needed in the course of performing an
operation within easy access of the operator
»Such as….
»Raw Materials
»Tools
»Information
»Instructions
POUS

Course TitleIntroduction| Examples, outside of work
»Dental Office, exam room…
»All “operations” done in same chair
»Tools and supplies at hand for cleaning
»Equipment at hand for diagnostics
»Tools and supplies at hand for treatments
»Results…
»Customer does not have to move
»Customer saves time
»Single visit can handle most ops
SATISFIED
CUSTOMER
POUS

Course TitleIntroduction| Examples, Office
POUS

Course TitleIntroduction| Examples
POUS

Course Title
Introduction| Examples, one more
POUS
Huh
?

Course Title
Types of visual control
Slide: 57
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Course Title
Visual Control –An Understanding
Identification:Helps you
know what something is.
Forms Seen: Labels and
stickers.
5
8

Course Title
VisualControl –An Understanding
Informative:Gives important information in an
area to update status or situation.
Forms Seen: Information walls, charts,
informative sheets and diagrams.
5
9

Course Title
VisualControl –An Understanding
Instructional:Tells you how a task is to be
performed.
Forms Seen: Work instructions, floor markings
and signs.
6
0

Course Title
VisualControl –An Understanding
Planning:Helps
formulate the plan
and let others know
what the plan is.
Forms Seen: Gantt
charts and white
board walls.
6
1

Course Title
Information Board

Course Title
Photos: WRC Children’s Program

Course Title

Course Title
Japanese word for “war room” or “big room”.
OBEYA , a form of project management technique used in many Asian
companies.
Walls are lined up with boards , highly visual charts and graphs
depicting program timing, milestones and progress to date and
countermeasures to existing timing or technical problems.
Help teams to see the progress ,problems that might arise and take vital
actions.
What is OBEYA?

Course Title
Digital
Visual
Board

Course Title
need for meetings reduced.
small but timely bursts of communication.
More progress is made due to the information displayed and the fact
that it is a working area for a cross-functional team
oFEWER MEETINGS

Course Title
Issue Board: Panel
•Project Background
•Project Objective
•Technical Spec
•Project Organization
PotentialRealFinishRecord
Design
Engineering
Production
Marketing
Objective Metrics
Weight
Cost
Capital
Targ
et
1 2 3 -12
Targ
et
1 2 3 -12
Decomposition Area
Issue Board
Good
Good
Expected Output
Action Board
Projector
for Virtual
Design
Review or
meeting
Expected Output
Prototype
R & D
Main Board
2-issues
per week
Oobeya: Big Project Room
•Progress
check, only
Green & Red
•All related members,
Planning, Design,
Production and Sales
& Marketing
•Identify issues
for management
decisions
Today
New
concept
Drawing
delay
Line A
Improve
Supplier
select
Supplier
select
Supplier
select

Course Title
HEIJUNKA
Slide: 69

Course Title
LEVELED PRODUCTION -HEIJUNKA
HEIJUNKA means leveled and sequenced production
Product & Production Leveling
The distribution of production volume and mix evenly
over time1”
Converts uneven Customer Pull into even and
predictable manufacturing process
used in combination with other key Lean principles to
stabilize value flow

Course Title
Simple Example
Slide: 71

Course Title
Leveled Production (Heijunka)
Stable and Standardized Processes
Visual Management
Toyota Way Philosophy
Just-in-Time
Right Part, Right
Amount, Right Time
•Take Time Planning
•Continuous Flow
•Pull System
•Quick Changeover
•Integrated Logistics
Jidoka
(In-station Quality)
Make Problems
Visible
•Automatic Stops
•Andon
•Person –Machine
Separation
•Error Proofing
•In-station Quality
Control
•Solve Root Cause of
Problems (5 Why’s)
Best Quality –Lowest Cost –Shortest Lead Time –
Best Safety –High Morale
Through shortening the production flow by eliminating waste
People & Teamwork
•Selection
•Common Goals
•Ringi Decision Making
•Cross –Trained
Waste Reduction
•Genchi Genbutsu
•5 Why’s
•Eyes for Waste
•Problem Solving
Continuous Improvement (kaizen)
Lean House

Course Title
Just-in-Time
Slide: 73
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Course Title
JIT
A system for producing and delivering the
right items at the right time in the right
amounts
Key elements of Just-in-Time are standard
work,Takt time, flow, and pull.

Course Title
Standard Work

Course Title
Standard Work
Standard work means that production
processes and guidelines are very clearly
defined and communicated, in a high level
of detail, so as to eliminate variation and
incorrect assumptions in the way that work
is performed.
The goal is that production operations
should be performed thesame way every
time, except insofar as the production
process is intentionally modified.

Course Title
Standard Work Elements
Standard work sequence -This is the order in which
a worker must perform tasks, including motions and processes. This
is clearly specified to ensure that all workers perform the tasks in the
most similar ways possible so as to minimize variation and therefore
defects.
Standard timing –Takt time is the frequency with which a
single piece is produced. Takt time is used to clearly specify and
monitor the rate at which a process should be occurring at various
production stages.
Standard in-process inventory –This is the
minimum unit of materials, consisting primarily of units undergoing
processing, which are required to keep a cell or process moving at
the desired rate.

Course Title
Takt time
Slide: 78
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Course Title
TAKT Time
The Available operating time to satisfy
customer demands
Takt time is used to balance the various
loads and identify the bottlenecks in the
process
Net Available time per day
TAKTTime=-------------------------------------------------
Customerdemandperdayinpieces

Course Title
Takt time
Slide: 80
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Course Title
Takt time
Slide: 81
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Course Title
Exercise
What is Takt Time? (Per Minute)
1 month
Required 2100 planes for take off from airport
Slide: 82
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Course Title
Flow
Slide: 83
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Course Title
Cellular Manufacturing (cont’d)1
2
3
5
4
10”
12”
11”
13”
8”

Course Title
85
Production Cell Varieties
IShaped Line
6
5
4
3
2
1
IN
OUT
Walk only
Walk and transfer part
LShaped Line
6
5
4
3 2 1 IN
OUT
UShaped Line
IN OUT
2
1 6
5

Course Title
Pull
Slide: 86
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Course Title
87
Pull
Pull means that no one upstream should
producea good or service until the customer
downstream asks for it.
Start with the real customer demand and work
backwards through all the steps required to
deliver the desired product to the customer.
Nothing is produced without asignal from the
next station in the line.

Course Title
Pull System
A simple, flexible method of controlling & balancing the
flow of resources.
Eliminating waste of handling, storage, expediting,
repair, rework, facilities, equipment, excess inventory
(work-in-process and finished).
Pull System consists of:
-Production based on actual consumption
-Small loads
-Low Inventories
-Management by Sight
-Better Communication

Course Title
PULL
Make only what is wanted; when it is
wanted
Inventories needed to support a given
level of sales (KANBAN)

Course Title
Kanban
signal card
Slide: 90
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Course Title
Slide: 91
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Course Title
Kanban Elements
Kanban Card
Kanban Post

Course Title
Two types of Kanban
Production Kanban (Make Kanban)
Withdrawal Kanban (Move Kanban)
Slide: 93
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Course Title
Kanban
Units ready for calibration
Unit in build

Course Title
SMT Kanban

Course Title
Kanban Light (More Work)

Course Title
MRK
Manufacturing Ready Kit: The empty kit signals for
replenishment

Course Title
SMED
(Quick Changeover)
Single Minute Exchange of Die
98

Course Title
99

Course Title
Leveled Production (Heijunka)
Stable and Standardized Processes
Visual Management
Toyota Way Philosophy
Just-in-Time
Right Part, Right
Amount, Right Time
•Take Time Planning
•Continuous Flow
•Pull System
•Quick Changeover
•Integrated Logistics
Jidoka
(In-station Quality)
Make Problems
Visible
•Automatic Stops
•Andon
•Person –Machine
Separation
•Error Proofing
•In-station Quality
Control
•Solve Root Cause of
Problems (5 Why’s)
Best Quality –Lowest Cost –Shortest Lead Time –
Best Safety –High Morale
Through shortening the production flow by eliminating waste
People & Teamwork
•Selection
•Common Goals
•Ringi Decision Making
•Cross –Trained
Waste Reduction
•Genchi Genbutsu
•5 Why’s
•Eyes for Waste
•Problem Solving
Continuous Improvement (kaizen)
Lean House

KMSP
Jidoka
Slide: 101
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KMSP
JIDOKA
JIDOKA means ‘Machine With
Human Like Intelligence’
Production Line can be stopped in
case of:
Defects
work being late
equipment failure
DEFECT
STOP !

KMSP
JIDOKA
Jido means automation
Machine that moves on its own
Jidoka means automation with human
intelligence
Use to detect defect (Quality Control built-
in the process)
Slide: 103
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KMSP
Poka-yoke
Mistake Proofing
Slide: 104
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KMSP
105
Lean Tool Introduction Benefits
Poka-yoke or
Error proofing
A techniques that help
operators avoid mistakes
in their work caused by
choosing the wrong part,
leaving out a part,
installing a part
backwards, etc.
1.Better safety
2.Reduce breakdown
3.Improve Productivity
Poka-yoke or error (mistake) proofing

KMSP
Poka Yoke
Shigeo Shingo invented the Japanese
concept called Poka-Yoke
Poka-Yoke means to mistake proof the
process
The essential idea of Poka-yoke is to design your
process so that mistakes are impossible or at least
easily detected and corrected
POKA = ERRORS
YOKE = AVOID

KMSP
Discussion What do you think
List the most five general reasons that
cause errors to occur:
107

KMSP
Background
The real world
People make mistakes
People are human
Mistakes are expected

KMSP
Background
The old way to prevent mistakes
Warning worker
Retrain worker
Motivational talks
Tell them to “be more careful”
Tell them to “pay attention”

KMSP
Background
A better way to prevent mistakes
Remove the opportunity for error
Improve the process
Make wrong actions more difficult
If you can’t remove the opportunity for error
Make it easier to discover the errors that do occur

KMSP
Poka Yoke Goal
To make it impossible or very difficult
For peopletom make errors
For machine and processes to fail
111

KMSP
Implementing Mistake-Proofing causes
Eliminate rework
Eliminate scrap
Pull costs down
Prevent recalls
Retain customers
Slide: 112
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KMSP
Categories of Poka-Yoke
Poka-yoke devices fall into two major
categories:
Prevention
Detection
A prevention device engineers the process
so that it is impossible to make a mistake
at all

KMSP
Poka Yoke Methods
Shutdown.Poka-yoke devices monitor critical process
conditions and shut down the process when a parameter
moves out of the desirable range, indicating that a
defective product has either been produced or is about to
be produced.
An example of a shutdown device is a camerathat will
not function when there is not enough light to take a
picture.
Some clothes dryers shut down when they detect an
overheating situation.
.

KMSP
Poka Yoke Methods
Control.Poka-yoke devices are installed on process equipment
and/or work pieces, making it impossible to produce defects and/or
to flow a nonconforming product onto the next process.

KMSP
The U.S. Consumer Product
Safety Commission has
recorded105 deaths that were
caused by wheelchairs rolling
away from the person.
The response? A mistake-
proofing device that locks the
wheelchair when no one is
sitting in it. An unlocking lever
on the handle allows the
wheelchair to be moved when
empty.
Other Poka-Yoke Examples

Course Title
TPM -OEE
Total Productive Maintenance
Slide: 117
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Course Title
Discussion .. What do you think?
What are the barriers for your factory,
equipment to operate 100% of the time at
100% capacity, with an output of 100%
good quality?
What happened when the production
machine doesn’t work well?
Try to see this in secretary office???
Slide: 118
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Course Title
THE SIX BIG LOSSES IN A PLANT
Speed
Losses
Quality
Losses
Unplanned
Down-time
Losses
EQUIPMENT FAILURE
(BREAKDOWNS)
SETUP & ADJUSTMENT
IDELING AND MINOR
STOPPAGES
REDUCED SPEED
DEFECTS IN PROCESS)
START-UP LOSSES
Lost
availability
Lost
performance
Lost
quality

Course Title
THE SIX BIG LOSSES IN A PLANT
Unplanned
Down-time
Losses
EQUIPMENT FAILURE
(BREAKDOWNS)
SETUP & ADJUSTMENT
Lost
availability
Breakdowns :
• Tooling Failures
• Unplanned Maintenance
• General Breakdowns
• Equipment Failure
Setup and Adjustments :
• Setup/Changeover
• Material Shortages
• Operator Shortages
• Major Adjustments
• Warm-Up Time

Course Title
THE SIX BIG LOSSES IN A PLANT
Speed
Losses
IDELING AND MINOR
STOPPAGES
REDUCED SPEED
Lost
performance
IDELING AND MINOR
STOPPAGES :
• Component Jams
• Sensor Blocked
• Delivery Blocked
• Cleaning/Checking
REDUCED SPEED:
• Under Design Capacity
• Equipment Wear
• Operator Inefficiency

Course Title
THE SIX BIG LOSSES IN A PLANT
Quality
Losses
DEFECTS IN PROCESS
START-UP LOSSES
Lost
quality
START-UP LOSSES:
• Scrap
• Rework
• In-Process Damage
• Incorrect Assembly
DEFECTS IN PROCESS:
• Scrap
• Rework
• In-Process Damage
• Incorrect Assembly

Course Title
OEE ELEMENTS & METRICS
Planned Production Time
Planned
Down-time
Theoretical Production Time
Planned Down-time (e.g. breaks, lunch, scheduled
maintenance, or periods where there is nothing to
produce). The remaining available time is your Planned
Production Time.
PLANNING
FACTOR
(PF)

Course Title
OEE ELEMENTS & METRICS
Planned Production Time
Gross Operating Time
Planned
Down-time
Theoretical Production Time
Down-time
Losses
PLANNING
FACTOR
(PF)
AVAILABILITY
(A)
Down-time losses : any Events that stop planned
production for an appreciable length of time (usually
several minutes –long enough Event). Examples include
equipment failures, material shortages, and changeover
time.

Course Title
OEE ELEMENTS & METRICS
Planned Production Time
Net Operating Time
Planned
Down-time
Theoretical Production Time
Speed
Losses
PLANNING
FACTOR
(PF)
AVAILABILITY
(A)
PERFORMANCE
(P)
Gross Operating Time
Down-time
Losses
Speed losses : includes any factors that cause
the process to operate at less than the maximum
possible speed. Examples include machine wear,
substandard materials, and operator inefficiency.

Course Title
OEE ELEMENTS & METRICS
Planned Production Time
Net Operating Time
Planned
Down-time
Theoretical Production Time
Speed
Losses
PLANNING
FACTOR
(PF)
AVAILABILITY
(A)
PERFORMANCE
(P)
Gross Operating Time
Down-time
Losses
Valuable Operating
Time
Quality
Losses QUALITY
(Q)
Quality Losses: which accounts for produced
pieces that do not meet quality standards,
including pieces that require rework. The
remaining time is called valuable OperatingTime.

Course Title
OEE ELEMENTS & METRICS
Planned Production Time
Net Operating Time
Planned
Down-time
Theoretical Production Time
Speed
Losses
PLANNING
FACTOR
(PF)
AVAILABILITY
(A)
PERFORMANCE
(P)
Gross Operating Time
Down-time
Losses
Valuable Operating
Time
Quality
Losses QUALITY
(Q)

OVERALL EQUIPMENT EFFECTIVENESS (OEE)
AVAILABILITY
(A)
PERFORMANCE
(P)
QUALITY
(Q)
TOTAL
PRODUCTIVITY
PLANNING
FACTOR
(PF)
OEE
OEE
To Calculate OEE
To Calculate Total Productivity

Course Title
Leveled Production (Heijunka)
Stable and Standardized Processes
Visual Management
Toyota Way Philosophy
Just-in-Time
Right Part, Right
Amount, Right Time
•Take Time Planning
•Continuous Flow
•Pull System
•Quick Changeover
•Integrated Logistics
Jidoka
(In-station Quality)
Make Problems
Visible
•Automatic Stops
•Andon
•Person –Machine
Separation
•Error Proofing
•In-station Quality
Control
•Solve Root Cause of
Problems (5 Why’s)
Best Quality –Lowest Cost –Shortest Lead Time –
Best Safety –High Morale
Through shortening the production flow by eliminating waste
People & Teamwork
•Selection
•Common Goals
•Ringi Decision Making
•Cross –Trained
Waste Reduction
•Genchi Genbutsu
•5 Why’s
•Eyes for Waste
•Problem Solving
Continuous Improvement (kaizen)
Lean House

Course Title
Kaizen
Slide: 130
A STRATEGY FOR
PERFORMANCE
EXCELLENCE

Course Title
KAIZEN
Slide: 131

Course Title
Translation
In Japanese this is pronounced "kaizen".
改"kai"means "change"or "the action to correct".
善"zen"means "good".Or for better
The word Kaizen means "continuous improvement".
Change for Better

Course Title
GEMBA KAIZEN
Slide: 133

Course Title
Leveled Production (Heijunka)
Stable and Standardized Processes
Visual Management
Toyota Way Philosophy
Just-in-Time
Right Part, Right
Amount, Right Time
•Take Time Planning
•Continuous Flow
•Pull System
•Quick Changeover
•Integrated Logistics
Jidoka
(In-station Quality)
Make Problems
Visible
•Automatic Stops
•Andon
•Person –Machine
Separation
•Error Proofing
•In-station Quality
Control
•Solve Root Cause of
Problems (5 Why’s)
Best Quality –Lowest Cost –Shortest Lead Time –
Best Safety –High Morale
Through shortening the production flow by eliminating waste
People & Teamwork
•Selection
•Common Goals
•Ringi Decision Making
•Cross –Trained
Waste Reduction
•Genchi Genbutsu
•5 Why’s
•Eyes for Waste
•Problem Solving
Continuous Improvement (kaizen)
Lean House

Course Title
Slide: 135

Course Title
Value Stream Mapping
Slide: 136
Copyright (c) ETC All rights reserved

Course Title
Hoshin Kanri
(Policy Deployment)
Slide: 137
Copyright (c) ETC All rights reserved

Course Title
Typical Organisation Aligned Organisation
Hoshin Kanri (Policy
Deployment)
Low
performance
High
performance
Source: Hutchins,2008

Course Title
Hoshin Kanri: Approach
Source: Akao, 1991

Course Title
GOAL
OBJECTIVES
MANAGEMENT CREATES STRATEGIES
SUPERVISORS CREATE ACTION PLANS
ASSOCIATES CREATE RESULTSANA Safety Employee
Involvement Delivery Quality Cost  Early Launch
Involvement ormTeam
Heijunka ormTeam
Prevent Problem
Recurrence rmT
Engage Mgmt.
At Worksite   Quality Safety Delivery Employee
Involvement Cost
Hoshin Kanri –Harness the Power
Created with funds for WIRED NW
Created with funds from WIRED NW

Course Title
1
4
1 The Hoshin Planning X Matrix
HoshinX Matrix
1)3-5 Year Breakthrough
Objectives
2). Annual Breakthrough
Objectives
3) Supporting Action/Project
Priorities
4) Action Measures of
Success
Step 5: Who?
Resource
Deployment
Step 1: What?
Breakthrough
Thinking
Step 2: How
Far? This year?
Step 3: How?
Which Key
Supporting
Action/Project?
Step 4: How
Much and
When?
Measures
1
2
3
4
X Matrix Labels
Strategic Plan Owner:
Date:

Course Title
Example
Slide: 142

Course Title
Leveled Production (Heijunka)
Stable and Standardized Processes
Visual Management
Toyota Way Philosophy
Just-in-Time
Right Part, Right
Amount, Right Time
•Take Time Planning
•Continuous Flow
•Pull System
•Quick Changeover
•Integrated Logistics
Jidoka
(In-station Quality)
Make Problems
Visible
•Automatic Stops
•Andon
•Person –Machine
Separation
•Error Proofing
•In-station Quality
Control
•Solve Root Cause of
Problems (5 Why’s)
Best Quality –Lowest Cost –Shortest Lead Time –
Best Safety –High Morale
Through shortening the production flow by eliminating waste
People & Teamwork
•Selection
•Common Goals
•RingiDecision Making
•Cross –Trained
Waste Reduction
•Genchi Genbutsu
•5 Why’s
•Eyes for Waste
•Problem Solving
Continuous Improvement (kaizen)
Lean House

Course Title
Toyota Education & Training Model

Course Title
Toyota Training Map
H O U R L Y E M P L O Y E E S
S
A
L
A
R
I
E
D
S
T
A
F
F
Training to perform role
at each level: “Role of the Plant Mgr”, etc
NEW EMPLOYEE
ORIENTATION
Training in technical skills: “SW”, “CAD”, etc.
Basic Problem Solving
**Foreign Languages
TJI -Job Instruction
Standardized Work & Kaizen
TJR -Job Relations: Communication Skills
*Welding, etc.
NEW EMPLOYEE
ORIENTATION
**Programming
*TPS for
non-production managers
LEGEND: Three types: Required
*Assigned
**Optional
*MANAGER
PRE-PROMOTION
MANAGER
POST-PROMOTION
*MID-CAREER
PROBLEM-SOLVING
GROUP LEADER
POST-PROMOTION
*FOREMAN
PRE-PROMOTION
FOREMAN
POST-PROMOTION
*ASST-MANAGER
PRE-PROMOTION
ASST-MANAGER
POST-PROMOTION
TEAM LEADER
POST-PROMOTION
*GROUP LEADER
PRE-PROMOTION
*TEAM LEADER
PRE-PROMOTION
Lectures
WSTC

Course Title
Training Within Industry
Millions of Americans
Trained over five year period.
This training is forgotten in
the US.
It formed the basis of Toyota’s
core training. Toyota still uses
much of it to this day!
TWI -The training program instituted to support the
U.S. war production effort from 1941 –1945

Course Title
Some History on TWI
Toyota adopted TWI in the early 50’s
They still use it today, almost unchanged
One of the foundations of TPS, or Lean
Manufacturing

Course Title
What is TWI?
3 J-Programs

Course Title
Improvement Kata
& Coaching Kata

Course Title
Challenge Vision
Next
Target
Conditio
n
Current
Conditio
n
Obstacles
THE IMPROVEMENT KATA MODEL
1
5
0

Course Title
THE STEPS IN THIS KIT
Daily mechanism
for improvement

Course Title
Suggestion System

Course Title
Leveled Production (Heijunka)
Stable and Standardized Processes
Visual Management
Toyota Way Philosophy
Just-in-Time
Right Part, Right
Amount, Right Time
•Take Time Planning
•Continuous Flow
•Pull System
•Quick Changeover
•Integrated Logistics
Jidoka
(In-station Quality)
Make Problems
Visible
•Automatic Stops
•Andon
•Person –Machine
Separation
•Error Proofing
•In-station Quality
Control
•Solve Root Cause of
Problems (5 Why’s)
Best Quality –Lowest Cost –Shortest Lead Time –
Best Safety –High Morale
Through shortening the production flow by eliminating waste
People & Teamwork
•Selection
•Common Goals
•Ringi Decision Making
•Cross –Trained
Waste Reduction
•Genchi Genbutsu
•5 Why’s
•Eyes for Waste
•Problem Solving
Continuous Improvement (kaizen)
Lean House

Course Title
Six Sigma
Slide: 154

Course Title
A quality improvement philosophy that focuses on
eliminating defectsthroughreduction of variation in a
process
A Metricthat demonstrates quality levels at 99.9997%
performance for products and processes
Aims at producing no more than 3.4 ppm defects
A practical application of statistical Toolsand Methods
to help us measure, analyze, improve, and control our
process
Pioneered by Motorola in the mid -1980s
Popularized by the success of General Electric
What is Six Sigma

Course Title
Six Sigma –Three Dimensions
Slide: 156

Course Title
1+1=??

Course Title
158
158
Achieving a 99% level of quality
means
accepting a 1% error rate
1%

Course Title
159
In France a 1% error rate
would mean everyday
14 minutes without water or electricity
50,000 parcels lost by postal services
22 newborns falling from
midwives’ hands
600,000 lunches contaminated
by bacteria
3 bad landings at Orly Paris airport

Course Title
•Y
•Dependent
•Output
•Effect
•Symptom (indicator)
•Monitor
•X1 . . . Xn
•Independent
•Input-Process
•Cause
•Problem
•Control
f(X)Y=

Course Title
Lower Specification
Limit (LSL)
Upper Specification
Limit (USL)
# of Goals
Understanding and reducing variation

Course Title
Understanding Variation
-3s -2s -1s X +1s +2s +3s
68.26%
95.46%
99.73%
68.26% Fall Within +\-1 Sigma
95.46% Fall Within +\-2 Sigma
99.73% Fall Within +\-3 Sigma
SIGMA
34.13% 34.13%
13.60% 13.60%
2.14% 2.14%
0.13% 0.13%

Course Title
Six Sigma as a Metric1
)(
2




n
xxi


Sigma= = Deviation
( Square root of variance )
-
7
-
6
-
5
-
4
-
3
-
2
-
1 0 1 2 3 4 5 6 7
Axis graduated in Sigma
68.27 %
95.45 %
99.73 %
99.9937 %
99.999943 %
99.9999997 %
result: 317300 ppm
outside (deviation)
45500 ppm
2700
ppm
63
ppm
0.57 ppm
0.003 ppm
between + / -
1
between + / -
2
between + / -
3
between + / -
4
between + / -5
between + / -6
 =
To achieve no more than 3.4 defects per million opportunities. (99.9999997%)
This equal to 6 standard deviations between the mean and the nearest
specification limit

Course Title
Path to Six Sigma
4 Sigma
6,210 Defects
2 Sigma
308,537 Defects
3 Sigma
66,807 Defects
5 Sigma
233 Defects
6 Sigma
3.4 Defects
Sigma levels and
Defects per million
opportunities
(DPMO)

Course Title
Statistical
Problem
Statistical
Solution
Traditional
Approach
Practical
Problem
Practical
Solution
Six Sigma
Approach
Customer Focused . . .Bottom Line “cost” Driven
Six Sigma Vs Traditional Approach

Course Title
Distinguish “Vital Few” from “Trivial Many”
Y= Dependent Variable Output, Defect
x= Independent VariablesPotential Cause
x*= Independent Variable Critical Cause
Define the Problem / Defect Statement
Y = f ( x
1
*
, x
2, x
3, x
4
*
, x
5. . . X
n)
Process
(Parameters)
Material
Methods
People
Environment
Output
Machine
Measurements
To get results, should we focus our behavior
on the Y or X

Course Title
Philosophy
•Know What’s Important
to the Customer (CTQ)
•Reduce Defects
(DPMO)
•Center Around Target
(Mean)
•Reduce Variation
(Standard Deviation)

Course Title
1.What is the difference
between Defectives and Defects?
Defectives are non-conforming units.
Defects are non-conformities. A defective
unit may have one or more defects. One
defect may not cause the product to go
defective.
Example ---You manufacture a watch. The
strap on the watch has some scratches.
This is a defect. But –Does this defect
cause the product not to work? No. Thus,
the watch is not defective.

Course Title
Six Sigma Metrics
Six Sigma’s primary metrics are:
Defects per Unit (DPU)
Rolled Throughput Yield (Y
rt) which is directly related to
DPU:Y
rt= e
-DPU
Defects per Million Opportunities (DPMO)
An opportunity for a defect can be developed based on the type
of defects or the steps in a process (each time work is
performed or a movement is made on a product)
Sigma Level which is directly related to DPMO through the
normal distribution

Course Title
Six Sigma Metrics
Calculating the Product Sigma-Level
•Calculate Defects per Unit (DPU):
DPU=
Total #of Defects
Total #of Units Produced
•Calculate Defects per Million Opportunities (DPMO):
•Go to a Sigma Chart and Estimate the Sigma Level
DPMO=
DPO x 1,000,000
Total Opportunities for Error in One Unit
•Calculate Defects per Opportunity (DPO):
DPO=
DPU
(# of Opportunities for Error in One Unit)

Course Title
Process Capability
6process is to get acceptable results through:
Identification of variations
Quantification of variations
Elimination/control of variations
Acceptable
USL
LSL
Defects
Defects

Course Title
Estimating Defect Rate –Process
Capability Index (Cp)
USL/LSL : Upper & Lower Specification
Limit
Cp = (USL –LSL) / (6)
Example : Time to process a student loan
application (Standard = 26 working days)
Specification Limits : 20 to 32 working days
:2working days
Cp = (32 –20)/ (6*2) = 1.00

Course Title
Understanding Variation
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Sum
Mean
S
2
S
1
XX–X(X-X)
2
i1
(X
i
-X )
2
n

n1
(X
i
-X )
2
i1
n

n1
(X
i
-X )
2
n

130
166
178
131
140
125
127
145
110
184
161
194
171
125
163
2250
150
400
256
784
361
100
625
529
25
1600
1156
121
1936
441
625
169
9128
652
25.53
–20
16
28
–19
–10
–25
–23
–5
–40
34
11
44
21
–25
13
X
X =
X
i
i=1
n

n
Sample Mean
Sample
Standard Deviation
s=
(X
i
-)
2
i1
n

n1

Course Title
174
MeasureDefine ImproveAnalyze Control
Determine
customer needs
Project Selection
Team Formation
Establish Goal
Collect Data
Construct Process Flow
Validate Measurement System
Analyze Data
Identify Root Causes
the process gains:
Ensure Solution is
Sustained
the process performance measures:
Prioritize root causes
Innovate pilot solutions
Validate the improvement
DMAIC: Basics

Course Title
•Characterize
•Optimize
•Breakthrough
USL
T
LSL
USL
T
LSL
T
USL
LSL
USL’LSL’
The Strategy

Course Title
Characterization
D
A
Optimization
I
C
The 6 Sigma Breakthrough Method
M
Define
Measure
Analyze
Control
Improve
7Screen Potential Causes
8Verify Variable Relationships
5Establish Product Capability
6Identify Variation Sources
3Identify key input/outputs variables
4Identify process capability/
measurement system
9Validate Measurement System
10Implement Process Controls
1Define project and scope
2Establish process

Course Title
177
DMAIC Six Sigma -Define
Objectives
Identify Customers
Complete Charter
Understand Process
Define deviation
which is critical to
customer
Measure
Control
Analyze
Improve
Define
Tools
Charter, VOC, VSM, CTQ
SIPOC, Scorecards

Course Title
178
DMAIC Six Sigma -Measure
Objectives
Identify Inputs and
Outputs
Measure Process
Capability
Measure the
deviation
Measure
Control
Analyze
Improve
Define
Tools
Brainstorming, MSA, Walkthrough,
C&E, 5S, KPOV, KPIVs, RTY,
Benchmarking

Course Title
179
DMAIC Six Sigma -Analyze
Objectives
Determine Variation
Sources
Prioritize Key
Outputs and Inputs
Analyse the
measurements and
try to find the extent
of this problem

Measure
Control
Analyze
Improve
Define
Where are the key leverage points for
driving breakthrough performance?
Tools
Fishbone Diagram, Pareto Chart,
Process Capability, Control Charts,
Layout and Process Flow Analysis
FMEA, Statistical Analyses

Course Title
180
DMAIC Six Sigma -Improve
Objectives
Develop Potential
Solutions
Develop Future State
Measure
Control
Analyze
Improve
Define
How do we get there?
Tools
Kaizen Event,
Contingency Planning,
Pilot, DOE, Optimization.

Course Title
181
DMAIC Six Sigma -Control
Objectives
Implement Controls
Standardize
Evaluate Benefit
Control and sustain your
success
Measure
Control
Analyze
Improve
Define
Tools
Standardization, Training,
Visual Aids, Mistake Proofing,
Documenting Benefits

Course Title
Master
Black
Belt
Black Belts
Green Belts
Team Members /
Yellow Belts
Champions
Mentor, trainer, and coach of Black Belts and others
in the organization.
Leader of teams implementing the six sigma
methodology on projects.
Delivers successful focused projects using
the six sigma methodology and tools.
Participates on and supports the
project teams, typically in the
context of his or her existing
responsibilities.
6 project deployment team

Course Title
Yellow Belt
Roles Responsibilities
-LearnsandappliesSixSigma
toolstoprojects
-Activelyparticipatesinteamtasks
-Communicateswellwithotherteam
members
-Demonstratesbasicimprovementtool
knowledge
-Acceptsandexecutesassignmentsas
determinedbyteam

Course Title
Green Belt
Roles Responsibilities
-SixSigmaProjectoriginator
-Part-timeSixSigmachange
agent.Continuestoperform
normaldutieswhileparticipating
onSixSigmaprojectteams
-SixSigmachampioninlocal
area
-RecommendsSixSigmaprojects
-ParticipatesonSixSigmaproject
teams
-LeadsSixSigmateamsinlocal
improvementprojects

Course Title
Roles Responsibilities
-SixSigmatechnicalexpert
-Temporary,full-timechange
agent(willreturntootherduties
aftercompletingatwotothree
yeartourofdutyasaBlack
Belt)
-Leads business process
improvementprojectswhereSix
Sigmaapproachisindicated.
-Successfullycompleteshigh-impact
projectsthatresultintangiblebenefits
totheenterprise
-DemonstratedmasteryofBlackBelt
bodyofknowledge
-Demonstratedproficiencyatachieving
resultsthroughtheapplicationofthe
SixSigmaapproach
-Coach/MentorGreenBelts
-Recommends GreenBeltsfor
Certification
Black Belt

Course Title
Master Black Belt
Roles Responsibilities
-EnterpriseSixSigmaexpert
-Permanentfull-timechange
agent
-CertifiedBlackBeltwith
additionalspecializedskillsor
experienceespeciallyusefulin
deploymentofSixSigma
acrosstheenterprise
-HighlyproficientinusingSixSigma
methodologytoachievetangiblebusiness
results.
-TechnicalexpertbeyondBlackBeltlevel
ononeormoreaspectsofprocess
improvement(e.g.,advancedstatistical
analysis, project management,
communications,programadministration,
teaching,projectcoaching)
-Identifieshigh-leverageopportunitiesfor
applyingtheSixSigmaapproachacross
theenterprise
-BasicBlackBelttraining
-GreenBelttraining
-Coach/MentorBlackBelts

Course Title
Champion
•Identifies and removesorganizational and
cultural barriersto Six Sigma success.
•Rewardsand recognizesteam and individual
accomplishments (formally and informally)
•Communicatesleadership vision
•Monitorsand reports Six Sigma progress
•ValidatesSix Sigma project results
•Nominateshighly qualified Black Belt and/or
Green Belt candidates

Course Title
Financial Analyst
•Validates the baseline status for each
project.
•Validates the sustained results / savings
after completion of the project.
•Compiles overall investment vs. benefits
on Six Sigma for management reporting.
•Will usually be the part of Senior
Leadership Team.

Course Title
Yellow Belt Training
Lean and Six Sigma (“LSS”)

Course Title
190
Lean Six Sigma
Lean
Lean Six Sigma
Six Sigma
Eliminate waste.
Simple tools like VSM, 5s.
Bokayoke, KANBAN , JIT
Efficiency
No waste
Reduce variation.
Advanced tools like FMEA,
DOE, control charts.
Effectiveness
Zero Defect
Benefits of Lean
and Six Sigma.
Effectiveness and Efficiency

LSSBB
Lean vs. Six Sigma 191.PPT
Lean and Six Sigma
Six Sigma= Breakthrough Process Improvement Teams focused on
eliminating chronic problems and reducing variation in processes.
Lean= Rapid Improvement Teams focused on dramatically improving
process speed, and the elimination of the eight deadly wastes.
IMPROVED
EFFICIENCY
Improve
Process-
Pull
Control
Process
Analyze
Process-
Flow
Measure
Value
Define
Value
IMPROVED
EFFECTIVENESS
Improve ControlAnalyzeMeasureDefine

LSSBB
Lean Six Sigma
Lean Six Sigma is an approach to integrating the power
of Six Sigma Tools and Lean Enterprise Tools which can
be applied within an organization to create the fastest
rate of improvement, maximize shareholder value, and
increase customer delight.
Improve
Process-
Pull
Control
Process
Analyze
Process-
Flow
Measure
Value
Define
Value
Improve ControlAnalyzeMeasureDefine

Course Title
LSS benefits?

Course Title
---------------------------------------
Sweet Fruit
Design for Manufacturability, Design for Six Sigma
Bulk of Fruit
Process Characterization
and Optimization
Low Hanging Fruit
Seven Basic Tools
Ground Fruit
Logic and Intuition
---------------------------------------
We don't know what we don't know
We can't act on what we don't know
We won't know until we search
We won't search for what we don't question
We don't question what we don't measure
Hence, We just don't know
3 Wall, Beat Up Suppliers
4 Wall, Improve Processes
5 Wall, Improve Designs
© 1994 Dr. Mikel J. Harry -V4.0
Six Sigma Metrics
Harvesting the Fruit of Six Sigma

Course Title
Types of Savings
•Hard Savings:
–Cost Reduction
•Energy Saving
•Raw Material saving
•Reduced Rejection, Waste, Repair
–Revenue Enhancement
•Increased production
•Yield Improvement
•Quality Improvement

Course Title
•Soft Savings:
–Customer Satisfaction / Loyalty
–Employee Satisfaction
Types of Savings

Course Title
Execution & monitoring

Course Title
Six Sigma Applications
Motorola
Saved $17 Billion from 1986 to 2004
GE
Saved $750 million by the end of 1998
Allied Signal/Honeywell
Initiated in 1992, saved more then $600 million a year by
1999
Ford
Added $300 million to the bottom line in 2001
American Standard
Saved $35 million in 2001 through increased quality and efficiency

Course Title
ةثيدحلا ةسردملا
Management System Medication
5Ds Model
199

Course Title
200
Determine
Diagnos
e
DevelopDeploy
Discipline

Course Title
يبطلا قيرفلا ةاكاحم نكمي
201
عونتم يبط قيرف( ،يئاصحا ،يلام
،تايلمع للحم ،سرامم)....
نيعم عورشم يلع فرشي
قيرف نم رثكا يلع فرشي
قرفلل ةيراشتسا تامدخ مدقي يراشتسا
يئاصخا
فرتحم
سرامم صصختم للحم
فرتحم
يئاصخا
فرتحم

Course Title
Performance Excellence Results
Platform
People
Support
Implementing
Planning
Refine
Assessment
Paradigm (framework)
Process
Dete
rmin
e
Diag
nose
DevelopDeploy
Discipline
Projects categories
OFI discovery platform
Drivers & principles
Context of the organization
Organization
7Ps/5Ds Model

Course Title
5Ds-Determine
Objectives
to identify and/or validate the
opportunity for improvement,
develop a project/event charter.
description of the problem
size of the problem and its impact
on customer, system, profit or
other issues.
The scope of the project, together
with the objectives that should be
realized at the end of the project,
203
Diagnose
Discipline
Develop
Deploy
Determine
Tools
Charter, VOC, VSM, CTQ

Course Title
5Ds-Diagnose
Objectives
to identify and/or validate the root
cause(s) and or contributing
factors
to identify contradictions in term of
engineering , physical or
administrative contradictions.
204
Diagnose
Discipline
Develop
Deploy
Determine
Tools
5Whys, Fishbone Diagram, Pareto
Chart, Process Capability, Control
Charts, Layout and Process Flow
Analysis FMEA, Statistical Analyses

Course Title
5Ds-Develop
Objectives
to determine, evaluate, and select
the right and robust improvement
solutions.
to generate Solution Ideas,
determine Solution Impacts,
evaluate and Select Solutions,
identify any barriers that will
prevent the selected solution from
being implemented, and how to
overcome them.
205
Diagnose
Discipline
Develop
Deploy
Determine
Tools
Pilot, DOE, TRIZ, solution selection
matrix; benchmarking, Taguchi, mistake
proofing;, …..

Course Title
5Ds-Deploy
Objectives
to develop the change
management plan to transfer for
status quo to future state. .
206
Diagnose
Discipline
Develop
Deploy
Determine
Tools
Planning tools

Course Title
5Ds-Discipline
Objectives
To establish sustainable solutions,
standardization processes,
To develop related plans to
ensure sustainable performance
over the long term.
207
Diagnose
Discipline
Develop
Deploy
Determine
Tools
Control chart, Run chart, checklist,
inspection program, review meetings,
,,,,,

Kaizen Awareness & Yellow Belt Training-Final.pdf

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Kaizen Awareness & Yellow Belt Training-Final.pdf